Running Head: ANALYSIS Topic: Analysis Manufacturing and service operations historically have been very distinct fields. The same can be said of batch and continuous flow processing. However, today the line between the manufacturing and service operation is increasingly becoming blurred. In this paper, we explore the differences and similarities between manufacturing and services operations, on one hand, and the differences between batch and continuous flow processes on the other. Differences: The major factor that distinguishes manufacturing operations from service operations is tangibility. While Manufacturing operations normally produce tangible outputs that are consumed over an extended period, service operations on the other hand generate intangible outputs that have to be consumed by consumers immediately (Johnston, 2005).
Unlike the service operations which are generally labor-intensive, manufacturing operations are normally more capital-intensive (Johnston, 2005). The conversion process in manufacturing operations do not require any contact or participation of consumers whatsoever, something that differs significantly with service operations which involves direct contact and participation of consumers (Johnston, 2005). Lastly, manufacturing operations have very sophisticated methods of measuring both tasks and resource consumption in course of product production.
Service operations on the other hand have very underdeveloped methods for measuring conversion processes and resource consumption (Johnston, 2005). Similarities: However, as we move towards a world that is increasingly become service-based, the line between manufacturing operations and services operations is increasingly becoming blurred. In this regard, I am referring to the situation we are in where operation management approaches, methodologies and theories that are in use in the manufacturing operations are increasingly being replicated in the services operations (Johnston, 2005). From the addenda forming this paper it is obvious that SBS Seating, which is involved in the production of tangible output (seats), is engaged in manufacturing operations.
The production of seats is also consistent with the fact that their production is more capital-intensive after which the consumption of the output (seat) takes on an extended period. In fact, the production process of seats does not require any contact or participation of the persons who ultimately purchases such a seat after its completion, something that further reinforces the idea that SBS Seating is involved in manufacturing operations.
MLD Hospitals Diagnostic Medicine Unit on the other hand is definitely involved in services industry if the nature of its output is anything to go by. In this case, I am referring to the intangibility of processing patient’s blood work which essentially forms MLD Hospitals Diagnostic Medicine Unit’s output. Looked at careful the production process that MLD Hospitals Diagnostic Medicine unit is involved in is more labor-intensive if not entirely labor intensive which is a major feature of all service operations. Lastly, the conversion process of patient’s blood processing requires not just the contact of the consumer (patient) but also his/her participation.
Batch vs. Continuous Flow Processing: When we talk of batch process we refer to the production of many similar items in one area before those items can be assembled with other complementary ones to produce an output just as is the case with the production of seat in the SBS Seating. Continuous flow processes on the other hand refers to a continuous movement of the unfinished product in the production process just as can be observed in the MLD Hospitals Diagnostic Medicine Unit’s conversion process.
As much as a continuous flow process is ideal in hospital setting like MLD Hospitals Diagnostic Medicine Unit I strongly believe that sending a patient in various blood collection places like is the case with MLD Hospitals Diagnostic Medicine Unit is not appropriate, it would be better if a blood sample was to be taken in one central areas and distributed in all those other areas where a specimen of the same might be required. References: Johnston, R.
(2005). Service Operations Management. International Journal of Operation & Production Management. Vol. 25, no. 12